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awareness of Act No. 8 of 2020 specifically MPI and PRA. Figure 8: Awareness of Act No. 8 of 2020 Analysis (PRA) between April-December 2021. This suggests that there was some

Figure 8 awareness of Act No. 8 of 2020 specifically MPI and PRA. Figure 8: Awareness of Act No. 8 of 2020 Analysis (PRA) between April-December 2021. This suggests that there was some

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The table above indicates that out of the Twenty (20) respondents, twelve (12) were male, representing Sixty (60) per cent, and Eight (08) were female, representing forty (40) per cent.
The table above indicates that out of the Twenty (20) respondents, twelve (12) were male, representing Sixty (60) per cent, and Eight (08) were female, representing forty (40) per cent.
And one holds a master’s degree representing Five (05) per cent.
And one holds a master’s degree representing Five (05) per cent.
Table 4.1.4 shows that fifty-five (55) per cent of the respondents are between 1 and
Table 4.1.4 shows that fifty-five (55) per cent of the respondents are between 1 and
Table 4.1.5: Procurement Planning 4.1 (b) Data from Senior and Middle Management on the Impact of Public
Table 4.1.5: Procurement Planning 4.1 (b) Data from Senior and Middle Management on the Impact of Public
Table 4.1.6: End User Engagement in Procurement Planning and Reviews Requirements at A Time of Need’. Three (03) representing 15.8) Chose ‘Learning of Procurement Planning Now’’. One did not select any of the options provided. Requirements at A Time of Need’. Three (03) representing 15.8) Chose ‘Learning
Table 4.1.6: End User Engagement in Procurement Planning and Reviews Requirements at A Time of Need’. Three (03) representing 15.8) Chose ‘Learning of Procurement Planning Now’’. One did not select any of the options provided. Requirements at A Time of Need’. Three (03) representing 15.8) Chose ‘Learning
Table 4.1.7 End User Invitation to Meetings Regarding Procurement Reforms
Table 4.1.7 End User Invitation to Meetings Regarding Procurement Reforms
Table 4.1.8 Awareness of Act No. 8 of 2020 specifically MPI and PRA The question asked respondents when they became aware of Act No.8 of 2020 and
Table 4.1.8 Awareness of Act No. 8 of 2020 specifically MPI and PRA The question asked respondents when they became aware of Act No.8 of 2020 and
Table 4.1.9 Understanding of the Procurement Process The question asked respondents whether or not, they understood the procurement process. Out ofa total of 20 respondents, 18 chose Yes and 2 chose No from the two options provided. The question asked respondents whether or not, they understood the procurement 2021’. The remaining 4 representing 20 percent chose ‘Learning of it now’.
Table 4.1.9 Understanding of the Procurement Process The question asked respondents whether or not, they understood the procurement process. Out ofa total of 20 respondents, 18 chose Yes and 2 chose No from the two options provided. The question asked respondents whether or not, they understood the procurement 2021’. The remaining 4 representing 20 percent chose ‘Learning of it now’.
Table 4.1.13 Has the MPI and PRA affected the quality of goods supplied?
Table 4.1.13 Has the MPI and PRA affected the quality of goods supplied?
percent chose ‘No’’, and 3 representing 15 percent chose ‘I don’t know’’.
percent chose ‘No’’, and 3 representing 15 percent chose ‘I don’t know’’.
Figure 1: Gender of Respondents The findings presented indicated that out of the total of 20 respondents, 12 were Figure 1 below is an extract of Table 4.1.1 which classified the gender of FINDINGS
Figure 1: Gender of Respondents The findings presented indicated that out of the total of 20 respondents, 12 were Figure 1 below is an extract of Table 4.1.1 which classified the gender of FINDINGS
Figure 2 is also an extract of Table 4.1.2 depicting the age of respondents
Figure 2 is also an extract of Table 4.1.2 depicting the age of respondents
Figure 3: The Education Background The findings indicated that out of the total of 20 respondents, 9 held degrees, which
Figure 3: The Education Background The findings indicated that out of the total of 20 respondents, 9 held degrees, which
The findings indicated that the majority of the respondents, 55 percent ha
The findings indicated that the majority of the respondents, 55 percent ha
procurement planning as a process of identifying the goods and services required
procurement planning as a process of identifying the goods and services required
The findings suggest that the respondents have varying views on the frequency of engaged in procurement planning and reviews in a year. Figure 6 below, represents Table 4.1.6, providing data on how often respondents percent) suggest that procurement planning and review should occur once a year.
The findings suggest that the respondents have varying views on the frequency of engaged in procurement planning and reviews in a year. Figure 6 below, represents Table 4.1.6, providing data on how often respondents percent) suggest that procurement planning and review should occur once a year.
Figure 7: Meetings Regarding procurement Reforms It is evident based on the findings that out of 20 respondents, a significant portion Figure 7 below illustrates the content of Table 4.1.7 using a pie chart. These are the effectiveness of procurement reforms is undermined by a lack of public participation and awareness.
Figure 7: Meetings Regarding procurement Reforms It is evident based on the findings that out of 20 respondents, a significant portion Figure 7 below illustrates the content of Table 4.1.7 using a pie chart. These are the effectiveness of procurement reforms is undermined by a lack of public participation and awareness.
Figure 9: understanding of the Procurement Processs Figure 9 below is directly linked to Table 4.1.9, a query on whether or not things, there are several steps that need to happen in order. These steps are
Figure 9: understanding of the Procurement Processs Figure 9 below is directly linked to Table 4.1.9, a query on whether or not things, there are several steps that need to happen in order. These steps are
Figure 10: The Impact of the Procurement Process in the Acquisition of Goods believe that the procurement process has prolonged the delivery of goods. This suggests that there may be some challenges or inefficiencies in the procuremen
Figure 10: The Impact of the Procurement Process in the Acquisition of Goods believe that the procurement process has prolonged the delivery of goods. This suggests that there may be some challenges or inefficiencies in the procuremen
copies and then again on the system. The system did not speed up procurement people were causing delays in the flow of work, and many functions wel centralized by the Ministry of Finance, which lacked adequate capacity.
copies and then again on the system. The system did not speed up procurement people were causing delays in the flow of work, and many functions wel centralized by the Ministry of Finance, which lacked adequate capacity.
Figure 13: The Impact of MPI and PRA on the Quality of Goods Supplied
Figure 13: The Impact of MPI and PRA on the Quality of Goods Supplied
Figure 14: Ways in which MPI and PRA has affected Quality of Goods Supplied provision in Paragraph 7.5.7 of the General Financial Rules that mandates th
Figure 14: Ways in which MPI and PRA has affected Quality of Goods Supplied provision in Paragraph 7.5.7 of the General Financial Rules that mandates th
Figure 15: The Impact of MPI and PRA on Delivery Timeframe how the MPI and PRA affected the delivery timeframe of goods. Figure 15 below reflects the content in Table 4.1.15, respondents gave answers on that the MPI and PRA may have led to delays in the delivery of goods, potentially
Figure 15: The Impact of MPI and PRA on Delivery Timeframe how the MPI and PRA affected the delivery timeframe of goods. Figure 15 below reflects the content in Table 4.1.15, respondents gave answers on that the MPI and PRA may have led to delays in the delivery of goods, potentially
Figure 16: Ways in which MPI and PRA has affected Delivery Timeframe
Figure 16: Ways in which MPI and PRA has affected Delivery Timeframe
Out of a total of 5 respondents, 4 chose options 1,2,3 and 5 while 1 chose 1,2,4,6.
Out of a total of 5 respondents, 4 chose options 1,2,3 and 5 while 1 chose 1,2,4,6.
Out of 5 respondents, 3 receive Orders within 15 days after issuing a quotation, 1 between 15 and 20 days, and the other 1 after 20 days. Table 4.2.6 Time it takes to be awarded an order of value less than K250,000.00 Table 4.2.7 Time it takes to be awarded an order of value above K250,000.00
Out of 5 respondents, 3 receive Orders within 15 days after issuing a quotation, 1 between 15 and 20 days, and the other 1 after 20 days. Table 4.2.6 Time it takes to be awarded an order of value less than K250,000.00 Table 4.2.7 Time it takes to be awarded an order of value above K250,000.00
Table 4.2.9 Meetings with the procurement unit margins due to market price fluctuations All 5 respondents admitted that the delayed award of an order had Reduced profit marains due to market price fluctuations All 5 respondents admitted that the delayed award of an order had Reduced profit
Table 4.2.9 Meetings with the procurement unit margins due to market price fluctuations All 5 respondents admitted that the delayed award of an order had Reduced profit marains due to market price fluctuations All 5 respondents admitted that the delayed award of an order had Reduced profit
Figure 18: Supplier Awareness of MPI and PRA Figure 18 below is linked to Table 4.2.2 which asked selected registered suppliers
Figure 18: Supplier Awareness of MPI and PRA Figure 18 below is linked to Table 4.2.2 which asked selected registered suppliers
Figure 19 below represents Table 4.2.3. It asked suppliers the stated question. Figure 19: Changes Noticed After Implementation of MPI and PRA ‘execution of MPI and PRA had an impact on the way the procurement process was now carried out. This, therefore, suggest that the implementation of MPI ar
Figure 19 below represents Table 4.2.3. It asked suppliers the stated question. Figure 19: Changes Noticed After Implementation of MPI and PRA ‘execution of MPI and PRA had an impact on the way the procurement process was now carried out. This, therefore, suggest that the implementation of MPI ar
Figure 21: Impact of Impact of MPI and PRA on Suppliers Figure 22 is linked to Table 4.2.6 with the question to respondents as stated.
Figure 21: Impact of Impact of MPI and PRA on Suppliers Figure 22 is linked to Table 4.2.6 with the question to respondents as stated.
Figure 22: Period of Award of Order to Suppliers for Low Value Items Among the 5 respondents, the majority (3 out of 5) receive orders within 15 days
Figure 22: Period of Award of Order to Suppliers for Low Value Items Among the 5 respondents, the majority (3 out of 5) receive orders within 15 days
The figure below is tied to Table 4.2.7 asking respondents the question stated. Figure 23: Period of Award of Order to Suppliers for High Value Items This suggests that all respondents have received orders above K250,000.00. The
The figure below is tied to Table 4.2.7 asking respondents the question stated. Figure 23: Period of Award of Order to Suppliers for High Value Items This suggests that all respondents have received orders above K250,000.00. The
Figure 24: The Impact of Delayed Award of Order to Suppliers Figure 24 represents Table 4.2.8 which asked respondents the stated question. The options provided to choose from were; reduced profit margins due to market
Figure 24: The Impact of Delayed Award of Order to Suppliers Figure 24 represents Table 4.2.8 which asked respondents the stated question. The options provided to choose from were; reduced profit margins due to market
Figure 25: Procurement Meetings with Suppliers regarding Reforms
Figure 25: Procurement Meetings with Suppliers regarding Reforms
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